Managerial Control

Managerial Control

Carrie Slinker

Kaplan University

In order for Lei to address this problem, employee performance standards need to be set. Lei would have to go by the job description to set these standards. This is where an employee handbook would come into play. The standards need to be reasonable and written in a clear manner. Meetings need to take place frequently so employees understand their position in the company. If this were all done, Lei would not have to hassle with the unsatisfactory performance of the employees.

Employee performance needs to be measured. Quantity, quality, timeliness, cost-effectiveness, absenteeism/tardiness, creativity, adherence to policy, gossip, personal appearance, manager appraisal, self-appraisal, peer appraisal, etc. By employees understanding that their performance will be measured, the acceptability of their performance will be massive. Once they know, read and signed a document telling them all these things, nothing obscure should happen. If they do, disciplinary actions will be taken. If this rule were in place, this manager or employee wouldn’t have thought twice about the process.

When comparing performance with the standard you have to weigh your options. When the performance is not exact, but close, you are getting good results. But, when the performance has no control, the expected result is unacceptable. The manager and the employee need to face serious consequences. In a way, this is Dalman and Lei’s faults for not setting the standards from the get go. But, if they don’t correct it now, it will never work out for the business.

Finally, the consequences; the last step for Lei to take is to enforce the rules. Lei has to make sure that the employees are exceeding their expectations. When they are not, CORRECT it. Immediate action on this particular situation needs to be addressed. Neither one of the participants should have been avoiding the rules. But yet, there were no rules in place. Lei needs to...